TWO PATHWAYS LINKING RECOGNITION AND FEEDBACK QUALITY TO AFFECTIVE COMMITMENT
DOI:
https://doi.org/10.5281/zenodo.23904146Keywords:
Affective commitment, Civil servants, Employee engagement, Feedback quality, RecognitionAbstract
This study examines whether recognition and feedback quality are associated with affective commitment both directly and indirectly through employee engagement among civil servants in a provincial government institution. The analysis addresses the limited integration of contribution-focused recognition and perceived feedback quality as distinct nonfinancial managerial resources within a single model. Using a quantitative, cross-sectional survey, data were collected from 120 nonstructural civil servants at the Communication and Informatics Office of South Kalimantan Province, Indonesia, and analyzed using partial least squares structural equation modeling (PLS-SEM) with SmartPLS 4. Recognition and feedback quality were positively associated with employee engagement (β = 0.526 and 0.358, respectively) and affective commitment (β = 0.331 and 0.221, respectively). Employee engagement was positively associated with affective commitment (β = 0.276) and statistically mediated the relationships between recognition and affective commitment (β = 0.145, p = .019) and between feedback quality and affective commitment (β = 0.099, p = .042). These findings support complementary partial mediation and highlight direct and engagement-mediated pathways linking two managerial resources to organizational attachment. The cross-sectional design precludes causal conclusions.
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